1. Chapter 2: The Project Management and Information Technology Context Information Technology Project Management, Fifth Edition Note: some slides have been removed from the author’s original presentation and others (clear background) added.

2. The Laptop Project In chapter 2, read the introductory case study: The Laptop Project What mistakes did Tom Walters make?

3. A “holistic” view You cannot run projects in total isolation else they will not serve the needs of the organization. Project managers need to consider projects within the context of the whole organization. They need to take a “holistic” view of a project, and how it relates to the organization How it impacts and is impacted by different parts of the organization This is “Systems Thinking”

4. A “holistic” view Read the text, p.47, Press Association Ltd. Richard Stoneham, principal for Strategic Consulting of Sydney, Australia: “If you approach everything from systems thinking, you see everything as connected…Successful change has to be planned and managed at the organizational level so the whole system is taken in to account.”

5. Information Technology Project Management, Fifth Edition, Copyright 2007 5 A Systems View of Project Management A systems approach emerged in the 1950s to describe a more analytical approach to management and problem solving Three parts include: Systems philosophy: an overall model for thinking about things as systems Systems analysis: problem-solving approach Systems management: address business, technological, and organizational issues before making changes to systems

6. Figure 2-1: Three Sphere Model for Systems Management Information Technology Project Management, Fifth Edition, Copyright 2007 6

7. 7 Understanding Organizations Structural frame: Focuses on roles and responsibilities, coordination and control. Organization charts help define this frame. Human resources frame: Focuses on providing harmony between needs of the organization and needs of people. Political frame: Assumes organizations are coalitions composed of varied individuals and interest groups. Conflict and power are key issues. Symbolic frame: Focuses on symbols and meanings related to events. Culture is important.

8. Information Technology Project Management, Fifth Edition, Copyright 2007 8 Organizational Structures Three basic organization structures Functional: functional managers report to the CEO Project: program managers report to the CEO Matrix: middle ground between functional and project structures; personnel often report to two or more bosses; structure can be weak, balanced, or strong matrix

9. Figure 2-2: Functional, Project, and Matrix Organizational Structures Information Technology Project Management, Fifth Edition, Copyright 2007 9

10. Figure 2-3: Phases of the Traditional Project Life Cycle 10 Information Technology Project Management, Fifth Edition, Copyright 2007

11. Preferred Phase Names for BTS730 Planning Execution & Control

12. Information Technology Project Management, Fifth Edition, Copyright 2007 12 The Importance of Project Phases and Management Reviews A project should successfully pass through each of the project phases in order to continue on to the next Management reviews, also called phase exits or kill points, should occur after each phase to evaluate the project’s progress, likely success, and continued compatibility with organizational goals